Phycology need of human at work place

1. PRESENTED BY
Saba Sohail (9181062)
Maryam Bibi (2181120)
Ali Hamza (2181106)
Aman Ijaz (9181087)

2. RECRUITMENT
● The term “recruitment” refers to a set of organizational activities and
practices that are intended to attract new hires to an organization.
● The psychology behind recruitment is to “ensure an individual's long-
term job satisfaction”.
JOB ANAYLYSIS METHODS
CAREER DEVELOPMENT
PRESCREENING ASEESSMENTS
SELECTION STRATEGIES

3. Career development is a lifelong process of self-discovery, career
exploration, meaningful experiences, intentional reflection, and career
decision-making and planning.
This process is affected by a number of factor:
● Education.
● Occupational aspirations.
● Occupational attitudes.
● Work experience.
● Job satisfaction.
● Working conditions.
CAREER DEVELOPMENT

4. 02
Gather information on
different fields, industries
and companies.
EXPLORATION
03
Conduct informational
interviews and build
your network.
PREPARATION
04
Attend events such as
career fairs, company
presentations.
IMPLEMENTATION
01
Take self and
personality
assessments.
ASSESSMENT
05 Analyze job offers and
weigh your options. DECISION MAKING
CAREER DEVELOPMENT PROCESS

5. TRAIT AND FACTOR THEORY
The theory is associated mostly strongly with vocational theorists
Parsons and E.G. Williamson.
Trait and Factor Theory entails three actions.
1. Examine the personality traits of the person whose career is being
planned.
2. Inventory the character traits of
the job.
3. Measure the personality traits of
the individual against the traits of
the job.

6. HOLLAND THEORY OF VOCATIONAL TYPES
● The Holland Theory of Vocational
Types focuses on personality types
as the main factor in career choice
and development.
● John L. Holland developed his
theory on the idea that career choice
is based on personality.
● He believed that a person’s work
satisfaction is linked to similarities
between their personality and job
environment.

7. CASE STUDY: AMAZON CAREER DEVELOPMENT

8. JOB ANALYSIS
● Job Analysis is a systematic exploration,
study, and recording of a specific job’s
responsibilities, duties, skills, accountabilities,
work environment, and ability requirements.
● Job analysis defines the jobs within the
organization and the behaviors necessary to
perform these jobs.
● For example, the data collected should clearly
describe exactly what is required to perform a
specific job

9. REQUIREMENTS
● Knowledge: Knowledge is defined as
the degree to which a job holder must
know specific technical material.
● Skill: Skill is defined as adequate
performance on tasks requiring tools,
equipment, and machinery.
● Abilities: Abilities refers to the physical
and material capabilities needed to
perform tasks not requiring the use of
tools, equipment, and machinery

10. FEATURES OF JOB ANALYSIS
● Job analysis is a process of gathering relevant information about
various aspects of a job and identifying tasks required to be
performed as part of it.
● It approaches systematically defining the role, context, conditions,
human behavior, performance standards, and responsibilities of a
job.

11. USES OR OBJECTIVES OF JOB ANALYSIS
● A sound human resource management
practice dictates that a thorough job
analysis should be done, as it may provide
a deeper understanding of the behavioral
requirements of jobs.
● This, in turn, creates a solid basis on
which to make job-related employment
decisions

12. CASE STUDY: GO FORWARD
● Problem Statement.
● Job Analysis.
● Job Analysis Approaches.
● Job Analysis Methods.
● Recommendations.

13. PRESCREENING ASSESSMENTS REVIEW
Prescreening assessment methods,
also referred to as initial screenings,
pre-employment inquiries, or
background evaluations, encompass a
wide range of popular procedures used
at the beginning stages of the
personnel selection process.

14. PURPOSE
● Prescreening assessments narrow the pool of applicants to invite for
interviews (early identification of those who meet minimum
requirements).
● Determine which applicants match profiles for success in either the
specific job role or at a specific company. ▪ Interview more
effectively

15. TYPES OF ASSESSMENTS
● Self-Assessment Tools.
● Personality.
● Cognitive Ability.
● Motivation.
● Interests.
● Work-Style.
● Culture Fit.
● Job-Specific Skills.
● Written Assessments.
● Simulations.
● Interview Tools.
● Technologically-assisted interviews.
● Customized behavioral interview guides based on assessment responses.
● 360 Tools.
● Reference Evaluations.
● Comparison to Self-Assessment Results.

16. SELF ASSESSMENT+JOB SKILL TOOLS
● 35 companies identified.
● Not all offer both self-assessments and job skill assessments but the
two are frequently paired together.
● Structured behavioral interview guides (based on assessment
results) are occasionally also offered in the package.

17. INTERVIEW TOOLS
Interview tools frequently include 2
features:
● Interview Guides - structured format
for interview, usually based on past
behavior .
● Interview System - typically includes
scheduling features, auto reminders,
notes/evaluations on candidates,
and collaboration options. May offer
video interview options.

18. 360 TOOLS
● Only 2 tools from our list include a 360 feature for
applicant selection.
● 2gno.me
● Primarily intended for teachers and students
● Compares self-responses on skills and
personality assessments to scores given by peer
network.
● SkillSurvey.
● References complete online job-specific surveys
(empirically validated) on the candidate’s relevant
soft skills and are used to source other
candidates in the field.

19. SELECTION STRATEGIES
● Selection strategies differ from organization to organization in any
number of ways.
● Some rely mostly on tests, others on interviews. Some are computer
or Web based, others paper-and-pencil tests.
● Some automatically select candidates out, whereas others inform
decisions that select candidates in—and so on

20. NEED OF PSYCHOLOGY IN SELECTION &
ASSESSMENT
● Good employees from the outset can build
a team environment that is highly
productive and competent.
● It has been proven that the interview
process is the most unreliable form of
employee selection that exists.
● Personal preferences are not an indication
of whether a person has the ability to do the
job.
● I/O psychologists know that personal
perceptions and opinions often shade these
important decisions.

21. PSYCHOLOFY CAN BENEFIT RECRUITMENT CAREER:
1. Active listening:
● Paying close attention to what a person is saying. i.e. body
language and tone of voice.
● Respond in a way that communicates understanding.
2. Understanding personality:
● Each individual has a personality type. i.e. some people are far
more introverted than they are
extroverted.
● Personality psychology can
assist in effective hiring,
developing of employees.

22. PSYCHOLOFY CAN BENEFIT RECRUITMENT CAREER:
3. The importance of well-being:
● Poor workplace well-being is associated with losses in productivity
and profits, low team morale, and high turnover rates.
● An adept HR officer will understand the risks of workplace stress and
how to reduce those risks.
Active listening 01
The important
of well-being
03
Understanding
personality 02

23. APPLYING PSYCHOLOGY IN SELECTION STEATEGIES:
1. Proper Job Analysis
● Some methods used by I/O psychologists and HR specialists include:
● Supervisor Interviews.
● Expert Panels.
● Structured Questionnaires.
2. Resume Analysis
● Does the applicant have the desired skill?
● Do they have the required education and experience?
● Do they have good written communication skills?
3. Interviewing Procedure Larger companies start with a HR screening
interview before the candidate actually meets the person they would be
working for directly. Many companies schedule several interviews on one day
PROPER JOB
ANALYSIS
Step 01
Step 02 RESUME ANALYSIS
Step 03
INTERVIEWING
PROCEDURE

24. APPLYING PSYCHOLOGY IN SELECTION STEATEGIES:
4. Testing Some standard tests that are given are personality tests, skills
tests, emotional stability tests, and writing tests.
5. Post Interview Assessment Check references and, sometimes, do a
credit or background check.
6. Evaluating employees Industrial and organizational psychologists
study, research, and implement ways to make work evaluations as fair
and positive as possible
Step 05
Step 06 Evaluating employees
Step 04 Testing Post Interview Assessment

25. THANKYOU!!!
ANY QUESTIONS?